infojobs agile

InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.

Introduction to AgileScrum, kanban & scrumban

1diumenge 29 d’abril de 12

http://www.slideshare.net/gabriprat/infojobs-agile


http://creativecommons.org/licenses/by-nd/3.0/


WHO AM I?

h'p://www.slideshare.net/gabriprat/infojobs-‐agile

h'p://www.infojobs.net/gabriel-‐prat-‐masramon.prf

InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.diumenge 29 d’abril de 12

http://www.slideshare.net/gabriprat/value-driven-continuous-delivery














What doyouExpect?


GROUNDRULES

4

Interrupt as needed

Change order

Control schedule

Add topics

diumenge 29 d’abril de 12

5

COMMONPROBLEMS

Jim Johnson, chairman of the Standish Group, at the XP (eXtreme Programming) 2002 conference

(SACWIS Implementation)

Florida Minnesota

Budget

Scheduleddura3on

Staff


5

COMMONPROBLEMS



Florida Minnesota

Budget

Scheduleddura3on

Staff

$32M

8 years

109 people


5

COMMONPROBLEMS



Florida Minnesota

Budget

Scheduleddura3on

Staff

$32M $1,1M

8 years 1 year

109 people 8 people


5

COMMONPROBLEMS



Florida Minnesota

Budget

Scheduleddura3on

Staff

$32M $1,1M

8 years 1 year

109 people 8 people

15 years


5

COMMONPROBLEMS



Florida Minnesota

Budget

Scheduleddura3on

Staff

$32M $1,1M

8 years 1 year

109 people 8 people

15 years

$230M


5

COMMONPROBLEMS



Florida Minnesota

Budget

Scheduleddura3on

Staff

$32M $1,1M

8 years 1 year

109 people 8 people

15 years

$230M200x productivity!


VICIOUSCIRCLE

6

Unsatisfied client

Rush

Low qualityBugs & rework

Late deliveries

Rings a bell? :)


VICIOUSCIRCLE

6

Unsatisfied client

Rush

Low qualityBugs & rework

Late deliveries

Rings a bell? :)

Demotivation +never ending project


7

AG·ILEQuick and well-coordinatedin movement; lithe.

- adjective


CUSTOMERCOLLABORATIONover contract negotiation

1A

GIL

EM

AN

IFES

TO



1

INDIVIDUALS andINTERACTIONSover processes and tools

2

AG

ILE

MA

NIF

ESTO



1


2

RESPONDING toCHANGEover following a plan

3

AG

ILE

MA

NIF

ESTO



1


2

RESPONDING toCHANGEover following a plan

3

WORKINGSOFTWAREover full documentation

4

AG

ILE

MA

NIF

ESTO


AG

ILE

PRIN

CIP

LES

DELIVER SOFTWARE1

EMBRACE CHANGE2

SHOW OFTEN3

WORK TOGETHER4

PROVIDE ENVIRONMENT5

CHAT FACE-to-FACE6

MINIMIZE WASTE7

MAINTAIN PACE8

SEEK TECH EXCELLENCE9

LOVE SIMPLICITY10

SELF-ORGANIZE TEAMS11

IMPROVE CONTINUOUSLY12


10

DELIVER SOFTWARE1


WATERFALL

10

DELIVER SOFTWARE1


WATERFALL

AGILE

10

DELIVER SOFTWARE1


11

EMBRACE CHANGE2

AG

ILE

PRIN

CIP

LES


12

FEAR OFCHANGE


13

FEAR OFCHANGE


14

EMBRACE CHANGE2AGILEPRINCIPLES


14

EMBRACE CHANGE2AGILEPRINCIPLES SHOW OFTEN3


14

http://www.slideshare.net/jallspaw/ops-metametrics-the-currency-you-pay-for-change

EMBRACE CHANGE2AGILEPRINCIPLES SHOW OFTEN3




15

AGILEPRINCIPLES


15

Increase adaptability

User feedback

DevelopPlan

AGILEPRINCIPLES


15


User feedback

DevelopPlan

Reduce risk

Ris

k

Release size

AGILEPRINCIPLES


15


User feedback

DevelopPlan

Reduce risk

Ris

k

Release size

AGILEPRINCIPLES SHOW OFTEN3


16

AGILEPRINCIPLES


16

AGILEPRINCIPLES SHOW OFTEN3


17

WORK TOGETHER4

AG

ILE

PRIN

CIP

LES


17

WORK TOGETHER4

How the customer explained it

How the project manager understood it

How the analyst designed it

How the programmer wrote it

How pathes were applied

What the customer really needed

AG

ILE

PRIN

CIP

LES


18


AG

ILE

PRIN

CIP

LES


AG

ILE

PRIN

CIP

LES

19

CHAT FACE-to-FACE6

http://en.wikipedia.org/wiki/Media_richness_theory

Effe

ctiv

enes

s of

com

mun

icat

ion

MORE EFFECTIVE

LESS EFFECTIVE

Chat with whiteboard

Chat face to face

Videoconference

Telephone

Email

Doc




20

AG

ILE

PRIN

CIP

LES

MINIMIZE WASTE7

Poppendieck, Mary and Tom. Implementing Lean Software Development: From Concept to Cash. Addison-Wesley, 2006.

#1 Partially Done Work

#2 Extra Features

#3 Relearning

#4 Handoffs

#5 Delays

#6 Task Switching

#7 Defects

http://agile.dzone.com/articles/seven-wastes-software




21

RESULTS ≠ TIMEFocus on results, minimize waste, be brave, learn from failure


22

AG

ILE

PRIN

CIP

LES

MAINTAIN PACE8

No work

Capacity

Maximum

Sust

aina

ble

pace


23

AG

ILE

PRIN

CIP

LES


We don’t...

We don’t have time

Automate testWrite docsRefactor...

Beca

use Because


24

LOVE SIMPLICITY10

“Perfect is the enemy of good”

Voltaire


25

LOVE SIMPLICITY10


26

AG

ILE

PRIN

CIP

LES



27

AG

ILE

PRIN

CIP

LES


Kay = Change

Zen = Good

Kayzen = Continuous improvement


AG

ILE

PRIN

CIP

LES

DELIVER SOFTWARE1

EMBRACE CHANGE2

SHOW OFTEN3

WORK TOGETHER4


CHAT FACE-to-FACE6

MINIMIZE WASTE7

MAINTAIN PACE8


LOVE SIMPLICITY10




29

Currentstate

Desired state

Time

Perf

orm

ance

J-CURVEEFFECT

Adapted from David Viney, The J-Curve Effect observed in change


29

Currentstate

Desired stateWhat stakeholders (mistakenly) expect

Time

Perf

orm

ance

J-CURVEEFFECT



29

Currentstate


What actually happens in most

cases

Time

Perf

orm

ance

J-CURVEEFFECT



31

Had not experienced a failed project


SCRUM


SCRUMDEFINITION


iterative, incremental methodology for project management often seen in agile software development.

SCRUMDEFINITION


iterative, incremental methodology for project management often seen in agile software development.

24 hours

2 weeksSprint

backlogProductbacklog

Shippableproduct

Daily scrummeeting

SCRUMDEFINITION


34

GROUNDRULES

Change is the only constant

“

”Tao Principle

fail faster to succeed sooner

“

”David Kelley, CEO Ideo


35

GROUNDRULES

Scrum roles, artifacts, events and rules are immutable

- Why should we change? The old ways were good enough


36

GROUNDRULES

Shared goals and responsibilities

Daily standup, daily communication, daily involvement


37

GROUNDRULES

All team members’ role is “team member”, no sub-teams dedicated to specific domains

- We have a bottle neck in the XXX phase

- How may I help you today?


38

GROUNDRULES

Full time team members

- Sorry, I can’t help you, I’m working on something else

- Make everything visible! Look at the whiteboard


39

GROUNDRULES

Avoid paralellization

- Everything is important


40

GROUNDRULES

Bueno, Bonito, Barato: Choose two of them


Scope

TimeCost

Traditional

Estimated

Fixed

40

GROUNDRULES



CostTime

Scope

Agile!

Scope

TimeCost

Traditional

Estimated

Fixed

40

GROUNDRULES



41

TIMEBOX


41

Traditional

Estimated

Real

TIMEBOX


41

Traditional

Estimated

Real Ouch!

TIMEBOX


42

Traditional

Estimated

Real Ouch!

Estimated

Real

Agile!

TIMEBOX


42

Traditional

Estimated

Real Ouch!

Estimated

Real

Replan

Agile!

Continuous improvement

TIMEBOX


42

Traditional

Estimated

Real Ouch!

Estimated

Real

Replan R1.0

Agile!

Working software!Early & continuous

delivery

TIMEBOX


42

Traditional

Estimated

Real Ouch!

Estimated

Real

Replan R1.0 R2.0

Agile!

TIMEBOX


SCRUMOVERVIEW

43

Roles Artifacts Meetings


SCRUMROLES

1 PRODUCT OWNERthe voice of the customer

3 SCRUM MASTERfacilitator, mentor, coach

2 TEAM MEMBERdeliver the product

4 EXTERNAL EXPERTSconsultants, assessors, auditors


SCRUMTEAMS

Tech Lead

Developers

Test engineers Int. designer

Front-end dev.

Prod. Owner

Scrum Master

#" #" #"

#*# ?" ?"

<>#

QA Lead?*#

Visual Interfacedesigner

Team


AUTONOMOUSTEAMS

46

Competent Self-organized

Accountable Multi-disciplinar

Capaple of doing the work end-to-

end to meet goals

Acknowledgment and assumption of responsibility about goal achievement

Composed by members from

multiple departments

They (so not their managers) decide how to meet goals

Group of individuals working in concert toward shared specific goals without the direct influence of an outside party


PRODUCT OWNERROLE

Seats in the driver’s seat, prioritize what to do and knows when the software should be shipped


PRODUCT OWNERROLESeats in the driver’s seat, prioritize what to do and

knows when the software should be shipped


PRODUCT OWNERROLE

Here be the team



PRODUCT OWNERROLE

Thousands of clients!

Scary, aren’t they?

Here be the team



PRODUCT OWNERROLE



Here be the team

Product owner.



PRODUCT OWNERROLE



Here be the team

Product owner.

The brave gatekeeper.



PRODUCT OWNERROLE

Guardians of the scrum teams. They keep orcs at the doors.



PRODUCT OWNERROLE


✓ Responsible for delivering the maximum value to the company.

✓ Must be up to date of the sprint status

✓ Responsible for having good user stories from the PM on time having the client’s ok before the sprint planning



PRODUCT OWNERROLE




Writes code *sigh*

Designs software architecture

Don’t let the team build a Rube Goldberg machine

Co-responsible for the team’s output

"With great power there must also come -- great responsibility!"Stan Lee - Amazing Fantasy #15 (First Spider-Man story)

"To whom much has been given, much will be expected"Jesus - Luke 12:48

DEVELOPER!ROLE


DEVELOPER!ROLE


Focused on the output, not the process. Helps in the process of converting ideas to architecture, to tasks, to code.

TECH LEADROLE



TECH LEADROLE

Do’

s

Global project technical vision

Leading scrum meetings

Remove technical impediments

Manage team’s technical skills

Write code. Write a lot of code

Create interactive environment



TECH LEADROLE

Do’

s







Be the only responsible

Make the hard decisions alone

Impose his opinion

Be the best at everything

Write all the hard code

Don

’ts


http://www.flyingtomoon.com/2011/06/do-we-need-technical-leads-in-scrum.htmlhttp://blog.franktrindade.com/2009/08/11/whats-the-tech-lead-doing-anyway/

http://www.magpiebrain.com/2006/09/12/a-tech-lead-manifesto/


TECH LEADROLE

Do’

s







Be the only responsible

Make the hard decisions alone

Impose his opinion

Be the best at everything

Write all the hard code

Don

’ts


http://www.flyingtomoon.com/2011/06/do-we-need-technical-leads-in-scrum.html

http://www.flyingtomoon.com/2011/06/do-we-need-technical-leads-in-scrum.html

http://blog.franktrindade.com/2009/08/11/whats-the-tech-lead-doing-anyway/

http://blog.franktrindade.com/2009/08/11/whats-the-tech-lead-doing-anyway/



SCRUM MASTERROLEFocused on the methodology, the

people and the team improvement, not the output of the current sprint.

Do’

s

Care for all the people in team

(Train the team to) Remove impediments

Make retrospective enhancements happen

Have the best people skills

Protects team against interruptions.

Have management authority

Commits to work on behalf of the team

Need to be a developer

Be the only one concerned about people’s feelings

Don

’ts


for SCRUM MASTERS51


The SM observes the world but trusts his inner vision.He allows things to come and goHis heart is open as the sky. (12)

The SM doesn't talk, he acts.When this is done, the team says, "Amazing: we did it, all by ourselves!" (17)

When the SM leads, the team is hardly aware that he exists.Next best is a leader that is loved.Next, one who is feared.The worst one who is despised. (17)

A good traveler has no fixed plans and isn’t intent upon arriving.A good artist lets his intuition lead him wherever it wants.A good scientist has freed himself of concepts and keeps his mind open to what is. Thus the SM is available to everybody and doesn't reject anyone.He is ready to use all situations and does not waste anything. (27)

Therefore the SM controls without authority.Working, yet not taking credit. Work is done, then forgotten. Therefore it lasts forever. (2)

When the process is lost, there is good practice.When good practice is lost, there are rules.When rules are lost, there is ritual.Ritual is the beginning of chaos. (38)

The SM concerns himself with the depth and not the surface,with the fruit and not the flower. (38)

The SM allows things to happen.He shapes events as they come.He steps out of the ways and let the design speak for itself. (45)

The SM gives himself up to whatever the moment brings.He knows that he is going to leave, he has nothing left to hold on to: no illusions, no resistance in mind.He holds nothing back from the project, therefore is ready for departure, as a man is ready for sleep after a good day's work. (50)

The great way is easy, yet developers prefer the side paths.Be aware when things are out of balance.Remain centered within the design. (53)

The SM's power is like this.He let all things come and go effortlessly, without desire.He never expect results; thus he is never disappointed.He is never disappointed, thus his spirit never grows old. (55)

Those who don’t have a clue are still debating about the processThose who know, just do it. (56)

SM is content to serve as an example and not to impose his will.He is pointed, but doesn't pierce.Straightforward, but supple.Radiant, but easy on the eyes. (58)

If you want to be a great SM, stop trying to control.Let go of fixed plans and concepts and the team will govern itself.The more rules you have, the less disciplined the team will be.The more coercion you exert, the less secure the team will be.The more external help you call, the less self-reliant the team’ll be. (57)

for SCRUM MASTERS51


TEST ENGINEERROLETesting is not a phase.

Development = testing + coding




Do’

s

Writes automated tests

Designs test plan

Run auto/manual tests

Co-responsible for team’s output




Do’

s

Writes automated tests

Designs test plan

Run auto/manual tests

Co-responsible for team’s output

Be the only responsible for output’s quality

Run all the tests

Makes the decision on whether the product is “done-done” aloneD

on’ts


AGILEQA

53

QA is not a phase, it's a state of mind

If it is not tested it is not done-done

Programmers write tests

Test driven development? (TDD)


SCRUMARTIFACTS

54

1 PRODUCT BACKLOGa prioritized features list

3 BURN DOWNa progress tracking method

2 SPRINT BACKLOGa list of to-do tasks


PRODUCTBACKLOG

55

As�� a�� who

I�� want�� what,

so�� that�� why

Prioritized & estimated stack of user stories


DEEPBACKLOG

Detailed appropriately

Estimated

Emergent

Prioritized


DETAILEDAPPROPRIATELYMore estimation errors

Unwanted dependencies

False sentiment of control

Useless rework

Loss of overview

Hardly manageable

MANY DETAILED

SMALL STORIES


DEEPBACKLOG

58

Product BacklogHorizon Details Priority

The unknown

Less detailed

Detailed epics

Detailed US + AC

Any other sprint

Next two sprints

First sprint High

Low


DASHBOARD

59

Selected Backlog Code Test

Done! Design

Rdy Rdy Rdy On On On

SP

RIN

T

FIRE!

PRIO

ASAP

-!Ante bloqueos,

ayudar tester con criterios

aceptación

-!Test automatizados antes de ready

-!Seguir estándar de código

-!Doc. actualizada

-!95% coverage -!Max. 3 avatars por persona

Atención inmediata

Atención prioritaria

Sólo si hay buffer y el

Sprint va bien

-!Normal

-!Bug

-!Evolutivo

Burndown Burnup Impediments


BURNDOWN

60

Days

Estim

ated

effo

rt le

ft

Ideal evolution


BURNDOWN

60

Days

Estim

ated

effo

rt le

ft

Ideal evolutionReal evolution


BURNDOWN

61

Days

Estim

ated

effo

rt le

ft


BURNDOWN

62

Days

Estim

ated

effo

rt le

ft


BURNDOWN

63

Days

Estim

ated

effo

rt le

ft


BURNDOWN

64

Days

Estim

ated

effo

rt le

ft


BURNDOWN

65

Days

Estim

ated

effo

rt le

ft


BURNDOWN

66

Days

Estim

ated

effo

rt le

ft


SCRUMMEETINGS

67

1 DAILY STANDUPwhat I did, what I’ll do today, impediments

3 SPRINT DEMOshows sprint’s accomplishments

2 SPRINT PLANNINGcreation of the sprint backlog

4 SPRINT RETROSPECTIVEreview the way team works

5 BACKLOG GROOMINGkeep the backlog DEEP


SPRINTSCHEDULE

68

Day1

Planning (3h)Grooming (1h)

Work! (4h)

Day 2

Work!

Day 3

Work!

Day 4

Work!

Day 5

Work!

Day 6

Work!

Day 7

Work!

Day 8

Work!

Day 9

Work!

Day 10

Work! (4h)Demo (1h)Retro (2h)


DAILYSTANDUP

69

Who?When?

Why?

Team synchronization

What?

Scrum master

Team membersAlways at the same time

Always at the same place

Always 15 minutes

What did I do yesterday?

What will I do today?

Any impediments found?


SPRINTPLANNING

70

Who?

When?

Why?

Team commitment

What?

Scrum master

Team members

Product owner4h at the beginning

of every sprint

What will we do? (with PO)

How will we do it?(wo PO)


SPRINTPLANNING

70

Who?

When?

Why?

Team commitment

What?

Scrum master

Team members

Product owner4h at the beginning

of every sprint

What will we do? (with PO)

How will we do it?(wo PO)

The team decide what will they do


ESTIMATIONGAMES

Dish washing

Dog walking

Lawn mowing

Plants watering

Beds changing

Laundry

Ironing

Oven cleaning

Monthly shopping

Paint bedroom

Floor cleaning

Windows cleaning


PLANNINGPOKER

72

#"

#"

#" #"

#"

3

12

24ZZZZZ

Without poker planning


PLANNINGPOKER

72

#"

#"

#" #"

#"

3

12

24ZZZZZ

#"

#"

#" #"

#"



PLANNINGPOKER

72

#"

#"

#" #"

#"

3

12

24ZZZZZ

#"

#"

#" #"

#"

3!

5...

7... 3...

3...



PLANNINGPOKER

73

#"

#"

#" #"

#"

3

8

3

13

20


PLANNINGPOKER

73

#"

#"

#" #"

#"

3

8

3

13

#"

#"

#" #"

#"

20

13

3

8

203


PLANNINGPOKER

74

#"

#"

#" #"

#"

13

3

8

203


PLANNINGPOKER

74

#"

#"

#" #"

#"

13

3

8

203

I think it’s a 3 because...


PLANNINGPOKER

74

#"

#"

#" #"

#"

13

3

8

203




PLANNINGPOKER

74

#"

#"

#" #"

#"

5

3

5

85#"

#"

#" #"

#"

13

3

8

203




PLANNINGPOKER

74

#"

#"

#" #"

#"

5

3

5

85#"

#"

#" #"

#"

13

3

8

203



Convergence!


PLANNINGPOKER

74

#"

#"

#" #"

#"

5

3

5

85#"

#"

#" #"

#"

13

3

8

203



Ok... not complete convergence. But they agree that an estimate of 5 should be close enough. Next story.

Convergence!


PLANNINGPOKER


SPRINTDEMO(a.k.a. sprint review)

76

Who?

When?

Why?

Show work, PO validates

What?

Scrum master

Team members

Product owner2h at the end of

the sprint

Explain what’s (not) done

Show what’s done

PO validates release


SPRINTRETROSPECTIVE

77

Who?When?

Why?

Continuous improvement

What?

Scrum master

Team members

And nobody else2h after the demo

Review the process(see next slides)


Don’t give opinions on other’s work.


RETROSPECTIVEPRIME DIRECTIVE

79

Regardless of what we discover, we must understand and truly believe that everyone did the best job he or she could, given what was known at the time, his or her skills and abilities, the resources available, and the situation at hand.


RETROSPECTIVEWHAT DO WE TALK ABOUT?

80

What helped me in my work?

What hindered my performance?

What made me enjoy my work?

What made me feel bad?


RETROSPECTIVEWHAT DO WE TALK ABOUT?

80

What helped me in my work?

What hindered my performance?

What made me enjoy my work?

What made me feel bad?

I’m talking about me


RETROSPECTIVEHOW TO SAY IT?

81

1 FACT DESCRIPTIONSnot evaluations of behaviors or judgements

3 CONFIRMATION ASKINGto make sure your message has been understood

2 POSITIVE LANGUAGEbecause you know we’ll learn from your message

4 ACTIVE LISTENINGto learn from what others have to say


GROOMINGMEETING

Why?

Make backlog DEEP

Help PO write stories

Participate in early stage

When?

1 hour per sprintAfter sprint planning?

What?

Read/write/improve USEstimation game

Who?

Scrum master

Team members

Product owner


ESTIMATIONGAME 1/5

83

User�� story

�� or�� Epic

or�� IdeaUser�� story


or�� Idea

User�� story




or�� Idea

User�� story


or�� Idea

Backlog

User�� story


or�� Idea


ESTIMATIONGAME 1/5

83

User�� story




or�� Idea

User�� story




or�� Idea

User�� story


or�� Idea

Backlog First card

User�� story


or�� Idea


ESTIMATIONGAME 2/5

84

User�� story




or�� Idea

User�� story




or�� Idea

User�� story


or�� Idea

Backlog First card

User�� story


or�� Idea


ESTIMATIONGAME 2/5

84

User�� story




or�� Idea

User�� story




or�� Idea

User�� story


or�� Idea

Backlog First card

User�� story


or�� Idea

Next card


ESTIMATIONGAME 2/5

84

User�� story




or�� Idea

User�� story




or�� Idea

User�� story


or�� Idea

Backlog First card

User�� story


or�� Idea

Next cardSi

mpl

er


ESTIMATIONGAME 2/5

84

User�� story




or�� Idea

User�� story




or�� Idea

User�� story


or�� Idea

Backlog First card

User�� story


or�� Idea

Next cardSi

mpl

er

Equa

l


ESTIMATIONGAME 2/5

84

User�� story




or�� Idea

User�� story




or�� Idea

User�� story


or�� Idea

Backlog First card

User�� story


or�� Idea

Next cardSi

mpl

er

Equa

lMor

e com

plex


ESTIMATIONGAME 3/5

85

User�� story




or�� Idea

User�� story




or�� Idea

Backlog Stack 1

User�� story




or�� Idea

User�� story




or�� Idea

Stack 2

User�� story




or�� Idea

User�� story




or�� Idea

User�� story


or�� Idea

Ordered stacks, from most simple to most complex


ESTIMATIONGAME 3/5

85

User�� story




or�� Idea

User�� story




or�� Idea

Backlog Stack 1

User�� story




or�� Idea

User�� story




or�� Idea

Stack 2

User�� story




or�� Idea

User�� story




or�� Idea

User�� story


or�� Idea


Similar to cards in an existing stack?Create new stack?


ESTIMATIONGAME 4/5

86

Stack 2

User�� story




or�� Idea

User�� story




or�� Idea

Stack N

User��

storyUser�� story


or�� Idea

User�� story




or�� Idea


Stack 1

User�� story




or�� Idea

User�� story




or�� Idea

...


ESTIMATIONGAME 4/5

86

Stack 2

User�� story


or�� Idea

User�� story


or�� Idea

User�� story




or�� Idea

Stack N

User��



or�� Idea

User�� story




or�� Idea


Stack 1

User�� story




or�� Idea

User�� story




or�� Idea

...


ESTIMATIONGAME 4/5

86

Stack 2

User�� story


or�� Idea

User�� story


or�� Idea

User�� story




or�� Idea

Stack N

User��



or�� Idea

User�� story




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ESTIMATIONGAME 4/5

86

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Move to other stack or create new one


ESTIMATIONGAME 5/5

87

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Assign points to each stack: 1, 2, 3, 5, 8, 15, 25, 40, 70, 120, 200, 350 or ∞diumenge 29 d’abril de 12

SCRUMSUMMARY

88

Roles

Scrum masterProduct ownerTeam memberExternal expert

Product backlogSprint backlogBurndown chart

Daily standupSprint PlanningSprint DemoRetrospectiveBacklog grooming

Artifacts Meetings


DONE-DONEDEFINITION


90

http://www.presionblogosferica.com/2009/09/14/el-horno-de-las-magdalenas/




91

MYSCRUM?

shu ha ri


91

MYSCRUM?

shu ha ri

In this beginning stage the student follows the teachings of one master precisely. He concentrates on how to do the task, without worrying too much about the underlying theory. If there are multiple variations on how to do the task, he concentrates on just the one way his master teaches him.

At this point the student begins to branch out. With the basic practices working he now starts to learn the underlying principles and theory behind the technique. He also starts learning from other masters and integrates that learning into his practice.

Now the student isn't learning from other people, but from his own practice. He creates his own approaches and adapts what he's learned to his own particular circumstances.


92

Currentstate


What actually happens in most

cases

Time

Perf

orm

ance

J-CURVEEFFECT



THANK YOU!QUESTIONS?

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InfoJobs - Introduction to Agile by Gabriel Prat is licensed under a Creative Commons Attribution-NoDerivs 3.0 Unported License.diumenge 29 d’abril de 12















infojobs agile

Technology

standish group

xp extreme programming

scheduled8 years dura3on

people8 peoplejim johnson

year dura3on15 years

ear8 years

year dura3on sta

y dura3on